BCOR 360 Exam 2 Study Guide

A control chart that measures attributes measures what? a. Characteristics that are soft and pliable b. Characteristics that can be controlled c. Characteristics that can be measured on a continuum of value like weight and volume d. Characteristic that has a discrete value and can be counted

b. Characteristics that can be controlled

Which of the following are NOT part of the Process-Improvement Trio? a. Lean Management b. ABC Classification c. Theory of Constraints D. Six Sigma

b. ABC Classification

How many patients an emergency clinic can handle in one day is an example of what? a. Infinite Loading b. Capacity c. Inventory d. Hurdle Rate

b. Capacity

With respect to control chart logic, controls limits based on the level of confidence you want to have the process perform at is called? a. Variability b. Confidence c. Target d. Quality

b. Confidence

Which of the following is Step 3 of the three-step proven path to employing the Process Improvement Trio? a. Apply the theory of constraints to identify where you will get the biggest bang for your buck b. Employ six sigma to reduce process variation at the bottleneck and to control the process moving forward c. Implement lean techniques to reduce waste at the bottleneck d. Drive development of next-generation equipment

b. Employ six sigma to reduce process variation at the bottleneck and to control the process moving forward

As a rule of thumb, a Cpk of less than 1.5 indicates that your process can meet your desired quality levels. a. True b. False

b. False

In the metaphor of the bottle for theory of constraints, to get water to flow out at a faster rate, you need to make the neck more narrow. a. True b. False

b. False

The Toyota Production System was a copy of an older version of another Japanese car manufacturer production system. a. True b. False

b. False

There is a standard amount of inventory turns that is considered good, regardless of industry. a. True b. False

b. False

You should stick to using the proper symbols for value stream mapping to improve your lean results. a. True b. False

b. False

Bottlenecks can usually be easily spotted. They are always busy, with no idle time. Work typically piles up in front of them. Subsequent activates are usually waiting on output from the bottleneck. This describes which of the five focusing steps of Theory of Constraints? a. Repeat b. Identify c. Elevate d. Subordinate e. Exploit

b. Identify

Why is the concept of recipe important? a. Learning how to cook is one of the most important skills a person can have b. It defines when and how each step is performed while cooking and also the ingredients c. Food is one of the biggest aspects of a culture d. Cooking for oneself saves a lot of money

b. It defines when and how each step is performed while cooking and also the ingredients

Which of the following is true about the company New Balance? a. It implemented lean in conjunction with keeping some manufacturing in the U.S. b. It implemented lean by moving all of its manufacturing overseas c. It learned about lean when it moved its manufacturing operations to Japan d. It implemented lean by measuring and verifying improvements based on ongoing financial analysis

b. It implemented lean by moving all of its manufacturing overseas

Every lean journey begins with: a. Getting rid of excess inventory b. Keeping the customer in mind c. Elimination of waste d. Employee training

b. Keeping the customer in mind

Which of the following tools would you use to identify the most-likely cause of a quality problem? a. A fishbone diagram b. Pareto chart c. Brainstorming session d. PDCA analysis e. Ishikawa cause-and-effect diagram

b. Pareto chart

Which of the following statements about inventory are true? a. Inventory is a buffer b. Inventory helps you avoid dealing with problems c. Inventory may prevent you from understanding the true cause of problems d. Customers want you to have adequate inventory readily available for their needs e. All of the above are true

All of the above are true

In process mapping, the following indicates an input or output. a. Diamond b. Box c. Oval d. Triangle e. Double arrow

C. Oval

The core questions to be addressed as part of a Kaizen event are: a. How will changes we make affect related processes and where should we implement cross-training? b. How can the process be improved and will changes we make affect related processes? c. Where should we implement cross-training and what is the customer value proposition? d. What is the customer value proposition and how can the process be improved?

How can the process be improved and will changes we make affect related processes?

The 5S process is: a. A continuous improvement approach for getting organized and staying organized b. A one-time approach for organizing your space c. One step in the eight-waste process d. Something that few companies do in practice

a. A continuous improvement approach for getting organized and staying organized

The benefits of a cross-functional workforce include which of the following? a. All of the above b. Substitution when a worker is out c. Improved understanding of more processes by the workforce d. A sense of achievement by the multi-skilled workers e. A broader knowledge base for participating in Kaizen events

a. All of the above

Which one of the following is NOT a process design? a. Bulk Process b. Line Process c. Job Process d. Continuous Process

a. Bulk Process

Six Sigma is built on which very critical fact? a. Capacity should be understood and defined for each level in the organization b. Variability in a process produces defects, errors, and waste c. It takes time for cash to flow back into the company after it has been spent d. Mannerisms are inherent in human acts during the purchasing process

a. Capacity should be understood and defined for each level in the organization

The Ishikawa cause-and-effect diagram is also known as the a. Fishbone diagram b. Pareto diagram c. Push back diagram d. Ishi's quality diagram

a. Fishbone diagram

The first step in the 5S process is important because a. It allows you to understand the resources available for the job b. It allows you to free up space by eliminating things that are not used on the job c. It creates a standard process d. Both a and b

a. It allows you to understand the resources available for the job

The definition of Overproduction in the Eight Wastes refers to a. Making more than the customer wants or more than you have demand for b. Not encouraging employee ideas or undermining their efforts c. A product that is less than perfect d. Idle time when resources are not being used

a. Making more than the customer wants or more than you have demand for

What is the difference between design capacity and effective capacity? a. Maximum output rate that a process can achieve under ideal conditions vs. output rate of a process during normal conditions b. Opportunity costs vs. shrinkage c. Inventory management vs. logistics planning d. Components, raw materials, work in process, and finished goods vs. supplies required for the creation of goods and services

a. Maximum output rate that a process can achieve under ideal conditions vs. output rate of a process during normal conditions

What is the process capability ratio (Cp)? a. Measures the variation in output and sets control limits based on observations of variations arising from common causes b. Process used to fill orders for quantities less than a full case requiring orders to be picked from a case or similar container c. Reduces the process variation to achieve near-flawless quality d. Compares acceptable tolerances (normally set by engineers) with the process' actual variation so you can assess the process' ability to achieve required quality levels

a. Measures the variation in output and sets control limits based on observations of variations arising from common causes

Which of the three processes involves carrying out the visions of the business? a. Operational processes b. Strategic processes c. Human processes d. Enabler processes

a. Operational processes

Delivering to promise meant manufacturing has to interrupt operations to produce a rush order, causing operating costs to soar is an example of what? a. Silo mentality thinking and organizing by functions b. Organizing by functions and fill rates by order c. Excess and obsolescence d. Fill rates by order and silo mentality

a. Silo mentality thinking and organizing by functions

The tool that monitors processes and keeps them production high-quality products is? a. Statistical process control b. Returns defect analysis c. Process capability ratio d. Reengineering

a. Statistical process control

Which of the following are parts of the classifications of processes? a. Strategic, operational, and enabler processes b. Human, operational, and enabler processes c. Enabler, human, and strategic processes d. Operational, enabler, and human processes

a. Strategic, operational, and enabler processes

The quick change-over goal is referred to as SMED. This means... a. Supplier Multi-Exchange Development b. Single-Minute Exchange of Dies c. Super Max Energy Distribution d. Second Minute Energy Drink

a. Supplier Multi-Exchange Development

With respect to control chart logic, processes that are designed to produce to a specific quality number is called? a. Target b. Variability c. Quality d. Confidence

a. Target

In process mapping, each symbol denotes the following: a. That something has changed b. That something is waiting c. That a process is moving d. That something is in process

a. That something has changed

A good definition of lean is eliminating waste. a. True b. False

a. True

A value stream map should be created before the Kaizen event begins. a. True b. False

a. True

Honda and Toyota have been mapping processes for 50 years to understand how a process works so that they can fix problems as they arise. a. True b. False

a. True

In the continuous lean journey, mapping is the starting point. a. True b. False

a. True

In the process capability ratio, six sigma captures almost 88% of the process variability. a. True b. False

a. True

Multifunction workers are generally more satisfied with their jobs than those trained to work in only a single job. a. True b. False

a. True

Quality has more influence on a company than any other value-added dimensions. a. True b. False

a. True

The core objective in six sigma is to reduce variation in processes. a. True b. False

a. True

Uber's initial business model is a good application of lean thinking. a. True b. False

a. True

Value stream mapping is a very formal process that requires a great deal of training. a. True b. False

a. True

You need to evaluate services quality a little differently than you evaluate product quality. a. True b. False

a. True

Zara segments its supply chain by items where it needs a very responsive supply chain and ones that it does not. a. True b. False

a. True

What are the four stems to E. Edward Deming's four-step continuous improvement processes? a. Stop, Review, Regroup, Start b. Plan, Do, Check, Act c. Check, Repeat, Reassess, Act d. Review, Plan, Find, Repeat

b. Plan, Do, Check, Act

The lean principle of an organized workplace is directly supported by which of the following? a. Kitting processes and root cause analysis b. Poka-yokes and standard work c. Standard work and kitting processes d. Root cause analysis and poka-yokes

b. Poka-yokes and standard work

The total-cost-of quality framework breaks out quality costs into which four categories a. Internal failure costs, appraisal costs, prevention costs, accreditation costs b. Prevention costs, appraisal costs, Internal failure costs, external failure costs c. Appraisal costs, external failure costs, accreditation costs, aggregate costs d. Accreditation costs, routing costs, external failure costs

b. Prevention costs, appraisal costs, Internal failure costs, external failure costs

Which of the following emphasizes throughput accounting metrics? a. Inventory, Accounts Payable, Throughput b. Throughput, Inventory, Operating Expense c. Accounts Payable, Operating Expense, Activity Analysis d. Activity Analysis, Throughput, Operating Expense

b. Throughput, Inventory, Operating Expense

How did Toyota outproduce some of the largest carmakers in the world? a. Toyota used the human factor design b. Toyota managed processes not functions c. Toyota used a global strategy d. Toyota used a green strategy

b. Toyota managed processes not functions

Once the process has been mapped, what might be part of your analysis? a. Move material from one location to another and use tools like 5S and eight waste to identify improvement opportunities b. Use tools like 5S and eight waste to identify improvement opportunities and look for wasted efforts and time c. Encourage thinking before doing and move material from one locations to another d. Look for wasted efforts and time and encourage thinking before doing

b. Use tools like 5S and eight waste to identify improvement opportunities and look for wasted efforts and time

Under what circumstances would you use process capability analysis? a. You want to improve the performance process b. You want to verify that the process is capable of consistently producing good outputs c. You need to find out what is causing poor quality d. You don't know what you are doing

b. You want to verify that the process is capable of consistently producing good outputs

A control chart that is constructed using a mean is called a/an... a. s-chart b. x̄ chart c. R-chart d. p-chart

b. x̄ chart

Which of the three processes involves maintenance or control over the processes? a. Human Processes b. None of the above c. Enabler Processes d. Operational Processes e. Strategic Processes

c. Enabler Processes

The eighth waste is: a. Pride b. waiting c. Excess processing d. Defects

c. Excess processing

Which "Quality of Product" dimension would you be assessing when asking the question, "Does the product possess the features you are looking for?" a. Aesthetics b. Perception c. Features d. Serviceability e. Conformance

c. Features

TAKT time tells us: a. That Germany rocks the manufacturing world b. How many minutes of production time we have per day c. How frequently a finished unit need to come off the line to meet our demand d. How many units we need to produce per day

c. How frequently a finished unit need to come off the line to meet our demand

Not having huge amounts of inventory tying up assets describes which lean operation competitive advantage? a. Continuous improvement b. Respect for all employees c. Low inventory d. Zero-waste e. The customer rules

c. Low inventory

Which of the following are potential sources of variation in the Ishikawa cause-and-effect diagram? a. Environment, prices and materials b. Prices, and materials and measurements c. Materials, measurements and environment d. Measurements, environment and prices

c. Materials, measurements and environment

To improve the process capability ratio, you may need to find a supplier that operates a better or different process that can produce to your quality requirements. This is called? a. Modify the process b. Change the specifications c. Outsource d. Use the rule of eight

c. Outsource

Building a one-of-a kind output is an example of which process? a. Batch Process b. Assembly Line c. Project d. Continuous Flow e. Job shop

c. Project

If you want to be six-sigma certified, what do you need to do? a. Sell additional products to a customer during a sales call b. Successfully complete the Kukkiwon's 3rd Taekwondo Promotion test c. Show you are an effective project manager and have participated in quality-improvement projects d. Enforce regulations by the US Manufacturing Association

c. Show you are an effective project manager and have participated in quality-improvement projects

What does a process capability analysis allow you to do? a. Allows you to visualize the status of inventory in the supply chain from some point upstream b. Help make the decision for which carrier to use for a service route c. Verify that your process is capable of performing at your desired quality level d. Meets adjustments to change or switchover the type of products produced on a manufacturing line

c. Verify that your process is capable of performing at your desired quality level

In the process capability ratio, the farther off center the process is operating, the more likely it is to produce unacceptable parts. This adjustment is represented by which symbol? a. µ b. P c. k d. λ

c. k

A Poka-yoke is: a. A visual cue to avoid errors b. Mistake proofing c. A system that helps you identify specific improvement opportunities d. All of the above

d. All of the above

To achieve quality at the source, you need to focus on which of the following? a. Prevention b. Personal responsibility c. Standardization d. All of the above

d. All of the above

Which of the following lean logistics practices has Coca-Cola implemented? a. Expanded capacity of delivery trucks b. Cross docking c. Increased inventory capacity without adding floor space d. All of the above

d. All of the above

Which of the Process Improvement Trio should be employed first? a. Lean b. Six sigma c. Theory of Constraints d. All of the above, you should employ them all at the same time e. You should only employ Lean and six sigma together

d. All of the above, you should employ them all at the same time

What is the maximum output your process can consistently produce over a period of time under normal operating conditions. a. Inventory b. Hurdle Rate c. Infinite Loading d. Capacity

d. Capacity

In process mapping, the following denotes arrival into the process. a. Box b. Oval c. Diamond d. Double arrow e. Triangle

d. Double arrow

Which of the following is Step 1 of the three step proven path to employing the Process Improvement Trio? a. Drive development of next generation equipment b. Implement lean techniques to reduce waste at the bottleneck c. apply the theory of constraints to identify where you will get the biggest bang for your buck d. Employ six sigma to reduce process variation at the bottleneck and to control the process moving forward

d. Employ six sigma to reduce process variation at the bottleneck and to control the process moving forward

By investing in prevention and appraisal costs, your real goas is what? a. Approved suppliers for doing business b. Understand and computerize the human thought process c. Refer to the lowest level of division for a process or a product d. Identify and eliminate the causes of problems before they occur

d. Identify and eliminate the causes of problems before they occur

Which of the following are among the five steps of the lean journey? a. Begins with the end in mind, Map the value stream, Flow the processes b. Flow the processes, Pull demand through the system, Act c. Identify customer value, Map the value stream, Train employees d. Identify customer value, Map the value stream, Flow the processes

d. Identify customer value, Map the value stream, Flow the processes

Which of the following helps you make priorities visible by showing the frequency at which each cause occurs? a. Fishbone diagram b. Ishikawa cause-and-effect diagram c. PDCA d. Pareto diagram

d. Pareto diagram

Making product when you only have demand is an example of this step in the continuous lean journey? a. Continuous improvement b. Map the value stream c. Identify customer value d. Pull demand through the system e. Flow the process

d. Pull demand through the system

How is the statistical concept of six sigma used? a. Partners between distribution channel members that changes the traditional replenishment process from distribution-generated purchase orders b. Meets adjustments to change or switchover the type of products produced on a manufacturing line c. Consistently meets established quality, cost, delivery, financial and cost objectives d. Uses tools to help you identify which type of variation is present in your processes as well as how to address that variation to improve your process

d. Uses tools to help you identify which type of variation is present in your processes as well as how to address that variation to improve your process

Statistical process control charts measure what? a. Quality and variables b. Rates and quality c. Attributes and rates d. Variables and attributes

d. Variable and attributes

Which quality guru is responsible for the four step—Plan, Do, Check, Act (PDCA)—cycle that is used by almost every global manufacturer today? a. Joseph M. Juran b. Shigeo Shingo c. Armand V. Feigenbaum d. W. Edward Deming

d. W. Edward Deming

"People" are what part of the process? a. Resources and outputs b. Flows and resources c. Outputs and flows d. Inputs and resources

d. inputs and resources

The 5S process helps support: a. Standard work b. A multi-functional workforce c. Minimized set-ups d. Continuous improvement e. All of the above

e. All of the above

Value stream mapping should include: a. An accurate depiction of a process b. Quality performance statistics c. Total time in process d. The amount of time that value is added e. All of the above

e. All of the above

What does process mapping do for you? a. It helps you to confront the brutal facts b. It makes the brutal facts visible c. It helps you hold fact-based conversations d. It helps you to conduct a blameless autopsy e. All of the above

e. All of the above

Which of the following are potential sources of variation in the Ishikawa cause-and-effect diagram? a. People b. Methods c. Machines d. Materials e. All of the above

e. All of the above

Why do you need to put process mapping into your decision-making toolkit? a. To give everyone a better understanding of the process b. To ask questions c. To share ideas that help solve problems d. To get better solution e. All of the above

e. All of the above

The Maximum output rate that a process can achieve under ideal conditions is what? a. Inventory management b. Lost Production c. Jidoka d. Effective capacity e. Design capacity

e. Design capacity

The output rate of a process during normal conditions is what? a. Lost Production b. Design capacity c. Jidoka d. Inventory management e. Effective capacity

e. Effective capacity

Which of the following is a definition of Quality? a. Conformance to specifications b. Whether or not a product or service lives up to customer expectations c. The act of making a group or individual responsible for certain activities or outcomes d. All of the above e. Only a and b

e. Only a and b

Research has shown that if you invest in which of the following activities, you will end up with an attitude of continuous and constant improvement. a. Respect every individual b. Focus on the process c. Seek perfection d. Look out for your own team e. Only a, b, and c

e. Only a, b, and c

Lean and quality go hand-in-hand. What does that mean? a. Quality is the #1 goal b. Eliminating waste requires that you improve quality c. Quality is needed for lean to work properly, and lean process quickly reveal any quality problems d. All of the above e. Only b and c

e. Only b and c

Which of the following is not one of the steps in W. Edward Deming's PDCA cycle? a. Check b. Act c. Plan d. Do e. Procrastinate

e. Procrastinate

Which "Quality of Product" dimension would you be assessing when asking the question, "Does the product consistently perform as it is supposed to over time?" a. Serviceability b. Performance c. Conformance d. Durability e. Reliability

e. Reliability

Which "Quality of Service" dimension would you be assessing when asking the question, "How willing, able, and promptly is the service provider to help you?" a. Reliability b. Tangibles c. Assurance d. Empathy e. Responsiveness

e. Responsiveness

Managers making decisions that help them achieve their short-term functional goals without taking into account other functions is called? a. Competitive advantage b. Demand-driven supply network c. Exception-based processing d. Continuous improvement e. Silo Mentality

e. Silo Mentality

Which of the following is NOT a value-added process? a. New product development b. Engineering change orders c. Scheduling production d. Managing freight shipments e. All of the above f. None of the above, they are all value added processes

f. None of the above, they are all value added processes